DRAMATIC	
  STORY	
  CANVAS	
  FOR	
  VISUALIZING	
  A	
  BUSINESS	
  MODEL	
  
	
  
Holis&cally	
  Document,	
  Present,...
 DRAMATIC	
  STORY	
  CANVAS	
  FOR	
  VISUALIZING	
  A	
  BUSINESS	
  MODEL	
  
	
  
Holis&cally	
  Document,	
  Present,...
 DRAMATIC	
  STORY	
  CANVAS	
  FOR	
  VISUALIZING	
  A	
  BUSINESS	
  MODEL	
  
	
  
Holis&cally	
  Document,	
  Present,...
 DRAMATIC	
  STORY	
  CANVAS:	
  Storyboard	
  Template	
  
	
  
Holis&cally	
  Document,	
  Present,	
  and	
  Manage	
  ...
 DRAMATIC	
  STORY	
  CANVAS:	
  Storyboard	
  Template	
  
	
  
Holis&cally	
  Document,	
  Present,	
  and	
  Manage	
  ...
 DRAMATIC	
  STORY	
  CANVAS:	
  Storyboard	
  Template	
  
	
  
Holis&cally	
  Document,	
  Present,	
  and	
  Manage	
  ...
Logic	
  of	
  
The	
  9	
  Topics	
  of	
  
The	
  Business	
  Model	
  Canvas	
  
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hHp://businessmodels.ning.com	
  &	
  hHp://twiHer.com/R...
Logic	
  of	
  
The	
  9	
  Topics	
  of	
  
The	
  Lean	
  Canvas	
  
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hHp://businessmodels.ning.com	
  &	
  hHp://twiHer.com/R...
Logic	
  of	
  
The	
  Topics	
  of	
  
The	
  Lean	
  Business	
  Model	
  Canvas	
  
Resolve	
  the	
  Conflict	
  Betwee...
 TOPICS	
  FOR	
  STORY	
  OF	
  LEAN	
  BUSINESS	
  MODEL	
  CANVAS	
  
	
  
Holis&cally	
  Document,	
  Present,	
  and	...
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hHp://businessmodels.ning.com	
  &	
  hHp://twiHer.com/R...
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hHp://businessmodels.ning.com	
  &	
  hHp://twiHer.com/R...
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hHp://businessmodels.ning.com	
  &	
  hHp://twiHer.com/R...
 6	
  GATES	
  TO	
  BUSINESS	
  MODEL	
  PROFITABILITY	
  
	
  
Holis&cally	
  Document,	
  Present,	
  and	
  Manage	
  ...
Example	
  
 Apple’s	
  Lean	
  Business	
  Model	
  Canvas	
  for	
  the	
  Classic	
  iPod	
  (2001)	
  
	
  
Problem-­‐Solu,on	
  F...
 Apple’s	
  Lean	
  Business	
  Model	
  Canvas	
  for	
  the	
  Classic	
  iPod	
  (2001)	
  
	
  
Problem-­‐Solu,on	
  F...
 Apple’s	
  Lean	
  Business	
  Model	
  Canvas	
  for	
  the	
  Classic	
  iPod	
  (2001)	
  
	
  
Problem-­‐Solu,on	
  F...
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hHp://businessmodels.ning.com	
  &	
  hHp://twiHer.com/R...
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hHp://businessmodels.ning.com	
  &	
  hHp://twiHer.com/R...
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hHp://businessmodels.ning.com	
  &	
  hHp://twiHer.com/R...
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hHp://businessmodels.ning.com	
  &	
  hHp://twiHer.com/R...
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hHp://businessmodels.ning.com	
  &	
  hHp://twiHer.com/R...
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Totally Resolve the Conflict Between Users of the Business Model Canvas and Lean Canvas: The Lean Business Model Canvas

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This presentation contains the Lean Business Model (LBM) Canvas which completely eliminates the conflict between the Business Model Canvas and Lean Canvas. Unlike in each of the aforementioned tools, the LBM Canvas can be used as a Business Model Canvas, Lean Canvas, or Business Model Storyboard. The LBM Canvas is a child of the Dramatic Story Canvas, which can be used to facilitate the formulation, development, and management of what Richard Rumelt calls "Good Strategy."

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Totally Resolve the Conflict Between Users of the Business Model Canvas and Lean Canvas: The Lean Business Model Canvas

  1. 1.  DRAMATIC  STORY  CANVAS  FOR  VISUALIZING  A  BUSINESS  MODEL     Holis&cally  Document,  Present,  and  Manage  Organiza&onal  Success  (Failure)  in  Business  and  Life     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hHp://businessmodels.ning.com  &  hHp://twiHer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluRon   Gain:  (Un)Known   Business   Model   Business   Model   Before     AFer     Job  To  Get  Done/Experience   (Journey:  Strategy/Execu9on)  
  2. 2.  DRAMATIC  STORY  CANVAS  FOR  VISUALIZING  A  BUSINESS  MODEL     Holis&cally  Document,  Present,  and  Manage  Organiza&onal  Success  (Failure)  in  Business  and  Life     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hHp://businessmodels.ning.com  &  hHp://twiHer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluRon   Gain:  (Un)Known   Business   Model   Business   Model   VALUE  CREATION   (Enterprise  Engine)   VALUE  DELIVERY   (Customer  Growth  Engine)   VALUE  CAPTURE/SHARING   (Value  Engine)   BUSINESS  MODEL  ENVIRONMENT   (Compe99ve/Unfair  Advantage)     Business  Model  Visualiza&on  (BMV)  Canvas   Before     AFer     Business  Model   (System)   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu9on)  
  3. 3.  DRAMATIC  STORY  CANVAS  FOR  VISUALIZING  A  BUSINESS  MODEL     Holis&cally  Document,  Present,  and  Manage  Organiza&onal  Success  (Failure)  in  Business  and  Life     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hHp://businessmodels.ning.com  &  hHp://twiHer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluRon   Gain:  (Un)Known   Business   Model   Business   Model   VALUE  CREATION   (Enterprise  Engine)   VALUE  DELIVERY   (Customer  Growth  Engine)   VALUE  CAPTURE/SHARING   (Value  Engine)   BUSINESS  MODEL  ENVIRONMENT   (Compe99ve/Unfair  Advantage)     Business  Model  Visualiza&on  (BMV)  Canvas   Before     AFer     Business  Model   (System)   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu9on)  
  4. 4.  DRAMATIC  STORY  CANVAS:  Storyboard  Template     Holis&cally  Document,  Present,  and  Manage  Organiza&onal  Success  (Failure)  in  Business  and  Life     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hHp://businessmodels.ning.com  &  hHp://twiHer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluRon   Gain:  (Un)Known   Business   Model   Business   Model             Before     AFer     Adap&ve  Storyboard   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu9on)  
  5. 5.  DRAMATIC  STORY  CANVAS:  Storyboard  Template     Holis&cally  Document,  Present,  and  Manage  Organiza&onal  Success  (Failure)  in  Business  and  Life     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hHp://businessmodels.ning.com  &  hHp://twiHer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluRon   Gain:  (Un)Known   Business   Model   Business   Model             Before     AFer     Adap&ve  Storyboard   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu9on)  
  6. 6.  DRAMATIC  STORY  CANVAS:  Storyboard  Template     Holis&cally  Document,  Present,  and  Manage  Organiza&onal  Success  (Failure)  in  Business  and  Life     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hHp://businessmodels.ning.com  &  hHp://twiHer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluRon   Gain:  (Un)Known   Business   Model   Business   Model             Before     AFer     Adap&ve  Storyboard   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu9on)  
  7. 7. Logic  of   The  9  Topics  of   The  Business  Model  Canvas  
  8. 8.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hHp://businessmodels.ning.com  &  hHp://twiHer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluRon   Gain:  (Un)Known   Business   Model   Business   Model   VALUE  CREATION   (Enterprise  Engine)   VALUE  DELIVERY   (Customer  Growth  Engine)   VALUE  CAPTURE/SHARING   (Value  Engine)   q  KP:  Key  Partners   q  KR:  Key  Resources   q  KA:  Key  Ac9vi9es   VP:  Value  Proposi9ons     CH:  Channels     CR:  Customer  Rela9onships     CS:  Customer  Segments   C$:  Cost  Structure     R$:  Revenue  Streams   BUSINESS  MODEL  ENVIRONMENT   (Compe99ve/Unfair  Advantage)     Before     AFer     Business  Model   (System)    9  Topics  of  The  Business  Model  Canvas     Source:  Based  on  the  Business  Model  Canvas  -­‐  hNp://en.wikipedia.org/wiki/Business_Model_Canvas     3   2   1   4   5   6   7   8   9   9  Topics  of  Business  Model  Canvas   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu9on)  
  9. 9. Logic  of   The  9  Topics  of   The  Lean  Canvas  
  10. 10.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hHp://businessmodels.ning.com  &  hHp://twiHer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluRon   Gain:  (Un)Known   Business   Model   Business   Model   VALUE  CREATION   (Enterprise  Engine)   VALUE  DELIVERY   (Customer  Growth  Engine)   VALUE  CAPTURE/SHARING   (Value  Engine)   VP:  Value  Proposi9ons     CH:  Channels         CS:  Customer  Segments   C$:  Cost  Structure     R$:  Revenue  Streams   BUSINESS  MODEL  ENVIRONMENT   (Compe99ve/Unfair  Advantage)     Before     AFer     Business  Model   (System)    9  Topics  of  The  Lean  Canvas     Source:  Based  on  the  Lean  Canvas  -­‐  hNp://prac&cetrumpstheory.com/2012/02/why-­‐lean-­‐canvas/   3   2   1   4   A   5   B   D   9  Topics  of  Lean  Canvas   Key  Metrics       C   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu9on)  
  11. 11. Logic  of   The  Topics  of   The  Lean  Business  Model  Canvas   Resolve  the  Conflict  Between  the  Business  Model  Canvas  and  Lean  Canvas  
  12. 12.  TOPICS  FOR  STORY  OF  LEAN  BUSINESS  MODEL  CANVAS     Holis&cally  Document,  Present,  and  Manage  Organiza&onal  Success  (Failure)  in  Business  and  Life     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hHp://businessmodels.ning.com  &  hHp://twiHer.com/RodKuhnKing   Lean  Business  Model  Canvas  =    Lean  Canvas  +  Business  Model  Canvas   Lean  Canvas   Business  Model  Canvas   q  Problem   q  SoluRon   q  Key  Metrics   q  Profit  (Value)   q  Cost  Structure   q  Revenue  Streams   q  Value  ProposiRons   q  Channels   q  Customer                Segments   q  Unfair  Advantage   q  Key  Partners   q  Key  Resources   q  Key  AcRviRes   q  Customer  RelaRonships   Problem  Finding  &  Solving/Performance  Management   Business  Model  Visualiza&on,  Resources,  and  Viability  
  13. 13.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hHp://businessmodels.ning.com  &  hHp://twiHer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluRon   Gain:  (Un)Known   Business   Model   Business   Model   VALUE  CREATION   (Enterprise  Engine)   VALUE  DELIVERY   (Customer  Growth  Engine)   VALUE  CAPTURE/SHARING   (Value  Engine)   q  KP:  Key  Partners   q  KR:  Key  Resources   q  KA:  Key  Ac9vi9es   VP:  Value  Proposi9ons     CH:  Channels     CR:  Customer  Rela9onships     CS:  Customer  Segments   C$:  Cost  (Pain)     R$:  Revenue  (Delight)     P$:  Profit  (Value)   BUSINESS  MODEL  ENVIRONMENT   (Compe99ve/Unfair  Advantage)     Before     AFer     Business  Model   (System)    Topics  of  The  Lean  Business  Model  Canvas     Source:  Based  on  Business  Model  Canvas  -­‐  hNp://en.wikipedia.org/wiki/Business_Model_Canvas  &   Lean  Canvas  -­‐  hNp://prac&cetrumpstheory.com/2012/02/why-­‐lean-­‐canvas/   3   2   1   4   5   6   7   8   9   Topics  of  Lean  Business  Model  Canvas   A   B   Key  Metrics       C   0   D   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu9on)  
  14. 14.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hHp://businessmodels.ning.com  &  hHp://twiHer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluRon   Gain:  (Un)Known   Business   Model   Business   Model   VALUE  CREATION   (Enterprise  Engine)   VALUE  DELIVERY   (Customer  Growth  Engine)   VALUE  CAPTURE/SHARING   (Value  Engine)   KP   KA   VP   CR   CS   C$   P$   KR   CH   R$   BUSINESS  MODEL  ENVIRONMENT   (Compe99ve/Unfair  Advantage)     Before     AFer     Business  Model   (System)   3   1   0   4   5  6  7   8   9   A   B   2   D   Key  Metrics       C    Lean  Business  Model  Canvas     Source:  Based  on  Business  Model  Canvas  -­‐  hNp://en.wikipedia.org/wiki/Business_Model_Canvas  &   Lean  Canvas  -­‐  hNp://prac&cetrumpstheory.com/2012/02/why-­‐lean-­‐canvas/   Topics  of  Lean  Business  Model  Canvas   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu9on)  
  15. 15.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hHp://businessmodels.ning.com  &  hHp://twiHer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluRon   Gain:  (Un)Known   Business   Model   Business   Model   Before     AFer     Business  Model   (System)   Key  Metrics        Lean  Business  Model  Canvas     Source:  Based  on  Business  Model  Canvas  -­‐  hNp://en.wikipedia.org/wiki/Business_Model_Canvas  &   Lean  Canvas  -­‐  hNp://prac&cetrumpstheory.com/2012/02/why-­‐lean-­‐canvas/   VALUE  CREATION   (Enterprise  Engine)   VALUE  DELIVERY   (Customer  Growth  Engine)   VALUE  CAPTURE/SHARING   (Value  Engine)   KP               KA   VP   CR   CS   C$   P$   KR   CH   R$   BUSINESS  MODEL  ENVIRONMENT   (Compe99ve/Unfair  Advantage)     Topics  of  Lean  Business  Model  Canvas   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu9on)  
  16. 16.  6  GATES  TO  BUSINESS  MODEL  PROFITABILITY     Holis&cally  Document,  Present,  and  Manage  Organiza&onal  Success  (Failure)  in  Business  and  Life     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hHp://businessmodels.ning.com  &  hHp://twiHer.com/RodKuhnKing   1   2   3   4   5   6   Problem-­‐SoluRon   Fitness   Value  ProposiRon   Fitness   Product-­‐Market   Feasibility   Revenue  Model   Feasibility   Resource-­‐Based   Feasibility   BUSINESS  MODEL  ADVANTAGE  
  17. 17. Example  
  18. 18.  Apple’s  Lean  Business  Model  Canvas  for  the  Classic  iPod  (2001)     Problem-­‐Solu,on  Fitness:  Valida&on  of  Job-­‐To-­‐Get-­‐Done,  Minimum  Viable  Problem,  and  Customer  Archetype     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hHp://businessmodels.ning.com  &  hHp://twiHer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluRon   Gain:  (Un)Known   Business   Model   Business   Model   Before     AFer     Key  Metrics   E:  Engagement;  Experience   A:  Acquisi9on;  Ac9va9on   R:  Reten9on;  Referral;  Revenue     Listen  to  music  (at  home/work/outdoors)   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu9on)  
  19. 19.  Apple’s  Lean  Business  Model  Canvas  for  the  Classic  iPod  (2001)     Problem-­‐Solu,on  Fitness:  Valida&on  of  Job-­‐To-­‐Get-­‐Done,  Minimum  Viable  Problem,  and  Customer  Archetype     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hHp://businessmodels.ning.com  &  hHp://twiHer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluRon   Gain:  (Un)Known   Business   Model   Business   Model   Before     AFer     Key  Metrics   E:  Engagement;  Experience   A:  Acquisi9on;  Ac9va9on   R:  Reten9on;  Referral;  Revenue     Listen  to  music  (at  home/work/outdoors)   q  Big/clunky  music  players   q  Complex:  difficult  to  use   q  Small  song  storage   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu9on)  
  20. 20.  Apple’s  Lean  Business  Model  Canvas  for  the  Classic  iPod  (2001)     Problem-­‐Solu,on  Fitness:  Valida&on  of  Job-­‐To-­‐Get-­‐Done,  Minimum  Viable  Problem,  and  Customer  Archetype     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hHp://businessmodels.ning.com  &  hHp://twiHer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluRon   Gain:  (Un)Known   Business   Model   Business   Model   Before     AFer     Key  Metrics   E:  Engagement;  Experience   A:  Acquisi9on;  Ac9va9on   R:  Reten9on;  Referral;  Revenue     Listen  to  music  (at  home/work/outdoors)   q  Big/clunky  music  players   q  Complex:  difficult  to  use   q  Small  song  storage   q  Ultra-­‐portable  digital   music  player   q  Simple:  easy  to  use   q  Large  song  storage   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu9on)  
  21. 21.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hHp://businessmodels.ning.com  &  hHp://twiHer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluRon   Gain:  (Un)Known   Business   Model   Business   Model   VALUE  CREATION   (Enterprise  Engine)   VALUE  DELIVERY   (Customer  Growth  Engine)   VALUE  CAPTURE/SHARING   (Value  Engine)   KP     KA   VP     CR     CS     C$   P$       KR   CH   R$   BUSINESS  MODEL  ENVIRONMENT  (Compe99ve/Unfair  Advantage)   Digital  Hub/Ecosystem  including  iTunes   Before     AFer     Business  Model   (System)   Key  Metrics   E:  Engagement;  Experience   A:  Acquisi9on;  Ac9va9on   R:  Reten9on;  Referral;  Revenue      Apple’s  Lean  Business  Model  Canvas  for  the  Classic  iPod  (2001)       Value  Proposi,on  Fitness:  Valida&on  of  Customer  Growth  Engine   q  Big/clunky  music  players   q  Complex:  difficult  to  use   q  Small  song  storage   q  Ultra-­‐portable  digital   music  player   q  Simple:  easy  to  use   q  Large  song  storage   Listen  to  music  (at  home/work/outdoors)   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu9on)  
  22. 22.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hHp://businessmodels.ning.com  &  hHp://twiHer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluRon   Gain:  (Un)Known   Business   Model   Business   Model   VALUE  CREATION   (Enterprise  Engine)   VALUE  DELIVERY   (Customer  Growth  Engine)   VALUE  CAPTURE/SHARING   (Value  Engine)   KP     KA   VP   “A  Thousand   Songs  in   Your  Pocket”     Seamless   Music  XP     iPod   Hardware     CR     CS     C$   P$       KR   CH   R$   BUSINESS  MODEL  ENVIRONMENT  (Compe99ve/Unfair  Advantage)   Digital  Hub/Ecosystem  including  iTunes   Before     AFer     Business  Model   (System)   Key  Metrics   E:  Engagement;  Experience   A:  Acquisi9on;  Ac9va9on   R:  Reten9on;  Referral;  Revenue      Apple’s  Lean  Business  Model  Canvas  for  the  Classic  iPod  (2001)       Value  Proposi,on  Fitness:  Valida&on  of  Customer  Growth  Engine   q  Big/clunky  music  players   q  Complex:  difficult  to  use   q  Small  song  storage   q  Ultra-­‐portable  digital   music  player   q  Simple:  easy  to  use   q  Large  song  storage   Listen  to  music  (at  home/work/outdoors)   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu9on)  
  23. 23.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hHp://businessmodels.ning.com  &  hHp://twiHer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluRon   Gain:  (Un)Known   Business   Model   Business   Model   VALUE  CREATION   (Enterprise  Engine)   VALUE  DELIVERY   (Customer  Growth  Engine)   VALUE  CAPTURE/SHARING   (Value  Engine)   KP     KA   VP   “A  Thousand   Songs  in   Your  Pocket”     Seamless   Music  XP     iPod   Hardware     CR   Online/Face-­‐ to-­‐Face;   Lock-­‐in     CS   Luxury   Spoeer:     Listen  to   music   everywhere     C$   P$       KR   CH   Apple.com;   Big  Retailer/   iTunes  Store;   Retail  stores   R$   BUSINESS  MODEL  ENVIRONMENT  (Compe99ve/Unfair  Advantage)   Digital  Hub/Ecosystem  including  iTunes   Before     AFer     Business  Model   (System)   Key  Metrics   E:  Engagement;  Experience   A:  Acquisi9on;  Ac9va9on   R:  Reten9on;  Referral;  Revenue      Apple’s  Lean  Business  Model  Canvas  for  the  Classic  iPod  (2001)       Product  –  Market  Feasibility:  Valida&on  of  Customer  Growth  Engine   q  Big/clunky  music  players   q  Complex:  difficult  to  use   q  Small  song  storage   q  Ultra-­‐portable  digital   music  player   q  Simple:  easy  to  use   q  Large  song  storage   Listen  to  music  (at  home/work/outdoors)   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu9on)  
  24. 24.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hHp://businessmodels.ning.com  &  hHp://twiHer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluRon   Gain:  (Un)Known   Business   Model   Business   Model   VALUE  CREATION   (Enterprise  Engine)   VALUE  DELIVERY   (Customer  Growth  Engine)   VALUE  CAPTURE/SHARING   (Value  Engine)   KP     KA   VP   “A  Thousand   Songs  in   Your  Pocket”     Seamless   Music  XP     iPod   Hardware     CR   Online/Face-­‐ to-­‐Face;   Lock-­‐in     CS   Luxury   Spoeer:     Listen  to   music   everywhere     C$   q  Staff/Employees   q  Manufacturing/ Infra’   q  Marke9ng  &   Sales   P$   q  High  Profit   Margin   q  Extraordinary   Profit   q  Luxury  Spot   Strategy   q  Pain:  Low   q  Delight:  High   q  Value:  High     KR   CH   Apple.com;   Big  Retailer/   iTunes  Store;   Retail  stores   R$   q  iPod  Hardware   q  iTunes   q  Commissions   BUSINESS  MODEL  ENVIRONMENT  (Compe99ve/Unfair  Advantage)   Digital  Hub/Ecosystem  including  iTunes   Before     AFer     Business  Model   (System)   Key  Metrics   E:  Engagement;  Experience   A:  Acquisi9on;  Ac9va9on   R:  Reten9on;  Referral;  Revenue     q  Big/clunky  music  players   q  Complex:  difficult  to  use   q  Small  song  storage   q  Ultra-­‐portable  digital   music  player   q  Simple:  easy  to  use   q  Large  song  storage   Listen  to  music  (at  home/work/outdoors)    Apple’s  Lean  Business  Model  Canvas  for  the  Classic  iPod  (2001)       Revenue  Model  Feasibility:  Valida&on  of  Value  Engine   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu9on)  
  25. 25.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hHp://businessmodels.ning.com  &  hHp://twiHer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluRon   Gain:  (Un)Known   Business   Model   Business   Model   VALUE  CREATION   (Enterprise  Engine)   VALUE  DELIVERY   (Customer  Growth  Engine)   VALUE  CAPTURE/SHARING   (Value  Engine)   KP   q  Record   companies   q  Original   Equipment   Manufactu-­‐ rers     KA   q  Hardware/ Sokware  Design   q  Marke9ng  &   Sales   VP   “A  Thousand   Songs  in   Your  Pocket”     Seamless   Music  XP     iPod   Hardware     CR   Online/Face-­‐ to-­‐Face;   Lock-­‐in     CS   Luxury   Spoeer:     Listen  to   music   everywhere     C$   q  Staff/Employees   q  Manufacturing/ Infra’   q  Marke9ng  &   Sales   P$   q  High  Profit   Margin   q  Extraordinary   Profit   q  Luxury  Spot   Strategy   q  Pain:  Low   q  Delight:  High   q  Value:  High     KR   q  Staff/Employees   q  Brand/Culture   q  IP   q  Infrastructure:  IT   CH   Apple.com;   Big  Retailer/   iTunes  Store;   Retail  stores   R$   q  iPod  Hardware   q  iTunes   q  Commissions   BUSINESS  MODEL  ENVIRONMENT  (Compe99ve/Unfair  Advantage)   Digital  Hub/Ecosystem  including  iTunes   Before     AFer     Business  Model   (System)   Key  Metrics   E:  Engagement;  Experience   A:  Acquisi9on;  Ac9va9on   R:  Reten9on;  Referral;  Revenue     q  Big/clunky  music  players   q  Complex:  difficult  to  use   q  Small  song  storage   q  Ultra-­‐portable  digital   music  player   q  Simple:  easy  to  use   q  Large  song  storage   Listen  to  music  (at  home/work/outdoors)    Apple’s  Lean  Business  Model  Canvas  for  the  Classic  iPod  (2001)       Resource-­‐Based  Feasibility:  Valida&on  of  Enterprise  Engine   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu9on)  

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